Date: 08/06/2004
Source: Ministry of Defence
Title: M George: Defence Dept Budget Vote 2004/2005
DEFENCE BUDGET VOTE BY DEPUTY MINISTER OF DEFENCE, MLULEKI GEORGE, MP, National Assembly, Cape Town, 8 June 2004
Madam Speaker,
May I start by adding my voice to the Minister's, in offering my condolences to the families of our young men who recently lost their lives in the DRC whilst on duty in peacekeeping operations under the aegis of the UN.
In celebrating 10 years of democracy we are also celebrating 10 years of the creation of the South African National Defence Force (SANDF). These ten years has seen seven different military formations integrated into the SANDF, South Africa's military doctrine changed from an offensive to a defensive posture and defence policies shaped through a widely consultative process.
Whilst the transformation of the Department of Defence is well underway, we are committed to taking a great leap forward in this next period.
Guided by our strategic plan we will be attempting to deal with the more complex areas of defence transformation. Key to the success of this mission is our ability and skill in personnel management.
We have to fulfil certain political imperatives and the quality of DOD personnel is central to the operational quality of the SANDF.
HR 2010 is a comprehensive strategy providing direction to the DOD human resource process. It provides the baseline for human resource planning, policies and instructions, and constitutes a part of the DOD corporate strategy.
It supports the Military Strategy and force design, and covers most aspects of human resource planning in the DOD.
The Human Resource 2010 strategy states that:
"Since 1994 the DOD has made significant progress in improving representivity, especially in terms of race and gender. Recruitment, appointments, promotions and career development are executed in compliance with the relevant regulatory criteria for representivity. Three particular areas are apparent however, where the normalisation of representivity has not yet occurred. These are: specialised musterings (e.g. pilots, navigators and technicians), middle management and entry level."
We will be paying special attention to these three areas in order to ensure that the goal of "the DOD being broadly representative of all South Africa's citizens at all levels and in all occupational classes and mustering" is achieved.
We must ensure that all obstacles are overcome in the process of achieving that end. For us to succeed we need a clear plan and program of action with clear time frames.
A strategic issue highlighted in HR 2010 is that of the health status of members of the SANDF.
This is of serious concern especially since it covers a wide spectrum of diseases. The health status has already impacted on the DOD and has necessitated adjusting personnel planning. The report states:
"The number of SANDF personnel unable to comply with the prescribed health standards is increasing rapidly, thus reducing the operational capability and draining the resources of the SANDF".
Certain health standards laid down by the United Nations have to be met when deploying troops outside the country. The health status of our members' results in our having to deploy members more regularly and for longer periods than is optimal. This would be 6 months in every 3 years. We are forced to deploy 6 months in every 18 months to 2 years.
In specialised musterings this could be even more. The draining of resources referred to here are the cost of medical care and medicines.
Wear and tear of our military hospitals is beginning to impact on our budget, which must cover the maintenance of military facilities.
At present we are locked in discussion with the Department of Public Works and the National Treasury on this issue.
The other strategic issue to which we will be paying close attention is that of training. HR 2010 states that "the DOD has not yet attained the position where personnel's learning pathways are structured and developed in tandem with their career pathways. This results in inefficiency and contributes to low morale".
To correct this requires a close examination of our training institutes as well as the content of our training programmes.
As the Minister stated earlier, in addition our training policy must be aligned and adjusted to meet the growing requirements of our peacekeeping role. These requirements must be drawn from our collective experiences in the field and we will be looking at ways of upgrading our training in this regard. Peacekeeping training is quite different from training for conventional warfare. Both have to be carried out.
The issue of the transformation of the Reserve Force, which is central to the concept of a small core force, has been on our agenda for too long.
Whilst I am proud to announce that our first Reserve Force detachment had been made available for deployment, much work still needs to be done to build up the Reserve Force as a whole.
This includes making sure that the budget for the basic running of the Reserve Force is assured, that proper plans are in place and that the Reserve Force Council operates, as it should.
There is a need to consider incentives for young people who are keen to play a part but who are unemployed and therefore don't have the means to participate.
Without the involvement of this section of our youth, the Reserve Force will not be correctly balanced either in terms of race or in terms of age.
In addition, it needs to be noticed that there is no real representivity in the leadership core of the Reserve Force. It is almost all white and all male. This imbalance must be attended to.
The Commandos, who are part of the Reserve Force, are being phased out gradually. We aim to complete the process by 2009.
Urban units will be closed down first, and after that, the rural units. Closing down will be in collaboration with the SAPS to ensure there is no vacuum.
There will be migration from the Army Territorial Reserves to the conventional Reserve Force for those who wish it, and they will have to be trained accordingly.
Lastly training programmes for the Reserve Force must be put in place to ensure it becomes a viable force. There is a lot of work to do in this area.
A decision was taken some time ago to move the Service Corps out of the DOD on the basis that it must serve the national good and not only members of the SANDF. It may well be housed in another Government Department.
The DOD will retain a small directorate to help with re-deployment to assist members leaving the DOD acquire skills needed. This work will include helping them to enter other existing institutions for training in different fields.
Linked to but distinct from the above is the issue of veterans. A Veterans Directorate was set up in the Defence Secretariat some years ago.
Legislation has been enacted in this regard. But the numerous concerns of our veterans are not being adequately addressed.
One of the major problems is that we do not have an adequate profile of our veterans whether it be in terms of age, educational qualifications, skills base, geographical location, access to housing and health facilities or even number of dependents.
Moreover, veterans' issues are handled across the DOD and as a result work is fragmented.
Pensions are handled in one section of the DOD, war graves in another, liaison with veterans associations in yet another.
The reality is that many of our veterans, especially from the previous non-statutory forces are living in squatter camps, without proper medical care.
We have succeeded in pulling together the various different veterans associations into one body. We must now see to it that the basic social needs of all our veterans are met.
It would be wrong to allow a social situation to be perpetuated where there is no parity between veterans from the statutory and the non- statutory forces.
We are at present looking at ways of beefing up the Veterans directorate to address this crucial problem.
The transformation of the military justice system is at present under the microscope. A Ministerial task team has been set up to evaluate the workings of this system with a view to effecting improvements.
In line with a Cabinet Lekgotla decision, the Foreign Military Assistance Act needs to be reviewed in order to tighten up legislation relating to involvement in dubious foreign military activities.
Another crucial issue we are placing on the agenda, which needs to be finalised in the next period, is that of the restitution of land rights.
Under the previous dispensation, vast tracts of land were taken from communities. These areas are now being claimed.
This is a complex and sensitive issue. Much of the land is contaminated through extensive use as training areas.
A defence force must have large areas in which they can train, but of course, not at the expense of a community.
In some instances we have successfully negotiated with communities. In other instances, we have vacated the land. Resolution of land claims will be completed by 2009 in a way that benefits both the community and the defence force. This work will be overseen directly by myself and I will report on progress twice a year at the Council of Defence.
The constitutional obligations stipulated for defence require us to make provision for all eventualities. The skill that needs to be developed within the defence community is the flexibility to be able to rise to all challenges.
I thank you.
Issued by: Ministry of Defence
8 June 2004
Source: Ministry of Defence
Title: M George: Defence Dept Budget Vote 2004/2005
DEFENCE BUDGET VOTE BY DEPUTY MINISTER OF DEFENCE, MLULEKI GEORGE, MP, National Assembly, Cape Town, 8 June 2004
Madam Speaker,
May I start by adding my voice to the Minister's, in offering my condolences to the families of our young men who recently lost their lives in the DRC whilst on duty in peacekeeping operations under the aegis of the UN.
In celebrating 10 years of democracy we are also celebrating 10 years of the creation of the South African National Defence Force (SANDF). These ten years has seen seven different military formations integrated into the SANDF, South Africa's military doctrine changed from an offensive to a defensive posture and defence policies shaped through a widely consultative process.
Whilst the transformation of the Department of Defence is well underway, we are committed to taking a great leap forward in this next period.
Guided by our strategic plan we will be attempting to deal with the more complex areas of defence transformation. Key to the success of this mission is our ability and skill in personnel management.
We have to fulfil certain political imperatives and the quality of DOD personnel is central to the operational quality of the SANDF.
HR 2010 is a comprehensive strategy providing direction to the DOD human resource process. It provides the baseline for human resource planning, policies and instructions, and constitutes a part of the DOD corporate strategy.
It supports the Military Strategy and force design, and covers most aspects of human resource planning in the DOD.
The Human Resource 2010 strategy states that:
"Since 1994 the DOD has made significant progress in improving representivity, especially in terms of race and gender. Recruitment, appointments, promotions and career development are executed in compliance with the relevant regulatory criteria for representivity. Three particular areas are apparent however, where the normalisation of representivity has not yet occurred. These are: specialised musterings (e.g. pilots, navigators and technicians), middle management and entry level."
We will be paying special attention to these three areas in order to ensure that the goal of "the DOD being broadly representative of all South Africa's citizens at all levels and in all occupational classes and mustering" is achieved.
We must ensure that all obstacles are overcome in the process of achieving that end. For us to succeed we need a clear plan and program of action with clear time frames.
A strategic issue highlighted in HR 2010 is that of the health status of members of the SANDF.
This is of serious concern especially since it covers a wide spectrum of diseases. The health status has already impacted on the DOD and has necessitated adjusting personnel planning. The report states:
"The number of SANDF personnel unable to comply with the prescribed health standards is increasing rapidly, thus reducing the operational capability and draining the resources of the SANDF".
Certain health standards laid down by the United Nations have to be met when deploying troops outside the country. The health status of our members' results in our having to deploy members more regularly and for longer periods than is optimal. This would be 6 months in every 3 years. We are forced to deploy 6 months in every 18 months to 2 years.
In specialised musterings this could be even more. The draining of resources referred to here are the cost of medical care and medicines.
Wear and tear of our military hospitals is beginning to impact on our budget, which must cover the maintenance of military facilities.
At present we are locked in discussion with the Department of Public Works and the National Treasury on this issue.
The other strategic issue to which we will be paying close attention is that of training. HR 2010 states that "the DOD has not yet attained the position where personnel's learning pathways are structured and developed in tandem with their career pathways. This results in inefficiency and contributes to low morale".
To correct this requires a close examination of our training institutes as well as the content of our training programmes.
As the Minister stated earlier, in addition our training policy must be aligned and adjusted to meet the growing requirements of our peacekeeping role. These requirements must be drawn from our collective experiences in the field and we will be looking at ways of upgrading our training in this regard. Peacekeeping training is quite different from training for conventional warfare. Both have to be carried out.
The issue of the transformation of the Reserve Force, which is central to the concept of a small core force, has been on our agenda for too long.
Whilst I am proud to announce that our first Reserve Force detachment had been made available for deployment, much work still needs to be done to build up the Reserve Force as a whole.
This includes making sure that the budget for the basic running of the Reserve Force is assured, that proper plans are in place and that the Reserve Force Council operates, as it should.
There is a need to consider incentives for young people who are keen to play a part but who are unemployed and therefore don't have the means to participate.
Without the involvement of this section of our youth, the Reserve Force will not be correctly balanced either in terms of race or in terms of age.
In addition, it needs to be noticed that there is no real representivity in the leadership core of the Reserve Force. It is almost all white and all male. This imbalance must be attended to.
The Commandos, who are part of the Reserve Force, are being phased out gradually. We aim to complete the process by 2009.
Urban units will be closed down first, and after that, the rural units. Closing down will be in collaboration with the SAPS to ensure there is no vacuum.
There will be migration from the Army Territorial Reserves to the conventional Reserve Force for those who wish it, and they will have to be trained accordingly.
Lastly training programmes for the Reserve Force must be put in place to ensure it becomes a viable force. There is a lot of work to do in this area.
A decision was taken some time ago to move the Service Corps out of the DOD on the basis that it must serve the national good and not only members of the SANDF. It may well be housed in another Government Department.
The DOD will retain a small directorate to help with re-deployment to assist members leaving the DOD acquire skills needed. This work will include helping them to enter other existing institutions for training in different fields.
Linked to but distinct from the above is the issue of veterans. A Veterans Directorate was set up in the Defence Secretariat some years ago.
Legislation has been enacted in this regard. But the numerous concerns of our veterans are not being adequately addressed.
One of the major problems is that we do not have an adequate profile of our veterans whether it be in terms of age, educational qualifications, skills base, geographical location, access to housing and health facilities or even number of dependents.
Moreover, veterans' issues are handled across the DOD and as a result work is fragmented.
Pensions are handled in one section of the DOD, war graves in another, liaison with veterans associations in yet another.
The reality is that many of our veterans, especially from the previous non-statutory forces are living in squatter camps, without proper medical care.
We have succeeded in pulling together the various different veterans associations into one body. We must now see to it that the basic social needs of all our veterans are met.
It would be wrong to allow a social situation to be perpetuated where there is no parity between veterans from the statutory and the non- statutory forces.
We are at present looking at ways of beefing up the Veterans directorate to address this crucial problem.
The transformation of the military justice system is at present under the microscope. A Ministerial task team has been set up to evaluate the workings of this system with a view to effecting improvements.
In line with a Cabinet Lekgotla decision, the Foreign Military Assistance Act needs to be reviewed in order to tighten up legislation relating to involvement in dubious foreign military activities.
Another crucial issue we are placing on the agenda, which needs to be finalised in the next period, is that of the restitution of land rights.
Under the previous dispensation, vast tracts of land were taken from communities. These areas are now being claimed.
This is a complex and sensitive issue. Much of the land is contaminated through extensive use as training areas.
A defence force must have large areas in which they can train, but of course, not at the expense of a community.
In some instances we have successfully negotiated with communities. In other instances, we have vacated the land. Resolution of land claims will be completed by 2009 in a way that benefits both the community and the defence force. This work will be overseen directly by myself and I will report on progress twice a year at the Council of Defence.
The constitutional obligations stipulated for defence require us to make provision for all eventualities. The skill that needs to be developed within the defence community is the flexibility to be able to rise to all challenges.
I thank you.
Issued by: Ministry of Defence
8 June 2004
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